PMBOK指南(第5版)第十一章習題

1、1. Which of the following is an example of corrective action in risk management?A Conducting a risk auditB Engaging in additional risk response planningC Performing the contingency planD Conducting a risk review以下哪一項是風險管理中糾正行動的例子?A 進行風險審核B 進行額外的風險應(yīng)對規(guī)劃C 執(zhí)行應(yīng)急計劃D 進行風險審查2The three attributes of project

2、risk are ( ), ( ), and ( ).A. what might happen, who happens to, and how much will it costB. notification, frequency of relevant events, probability of occurrenceC. quality risk planning total number of risk eventsD. the risk event, probability of occurrence, the amount at stake項目風險的三個屬性是( )、( )和( )

3、A可能發(fā)生什么、發(fā)生在誰身上、造成多少成本B告示、相關(guān)事件的頻率、發(fā)生概率C質(zhì)量、風險計劃編制、風險事件的總數(shù)量D風險事件、發(fā)生概率、受威脅的金額3Risk tolerance are dedermined toA. help the team rank the project risksB. help the project manager estimate the projectC. help the team schedule the projectD. help management know how other management will act on project確定風險的承

4、受力是用以A協(xié)助團隊對項目的風險程度分級B協(xié)助項目經(jīng)理估計項目C協(xié)助團隊安排項目進度D協(xié)助管理層了解其他經(jīng)理是如何參與項目的4Management reserve is used forA. Risks that are identified at the outset of the projectB. Risks that are not identified at the outset of the project but are known before they occurC. Risks that cannot be known before they occur because t

5、hey are external risksD. Any risks that cannot be known before they occur管理儲備是用于A. 項目開始時被識別的風險B. 項目開始時未被識別，但在發(fā)生前被識別的風險C. 在發(fā)生前不可能知道的外部風險D. 任何在發(fā)生前不可能知道的風險5.In general,at which point in schedule significant risk may occur?A. Path convergenceB. Path DivergenceC. Imposed datesD. Milestones通常，重大風險將發(fā)生在進度哪個

6、點上？A. 路徑匯聚B. 路徑分散C. 強制時間D. 里程碑6. A project managers main risk-handling strategy is to accept risks. The project manager istherefore:A. a risk assumption tester.B. risk averse.C. risk seeking.D. risk deflector.6. 一名項目經(jīng)理應(yīng)對風險的主要策略是接受風險.因此,該項目經(jīng)理:A.試驗風險假設(shè)條件.B.討厭風險.C.敢于冒風險.D.轉(zhuǎn)移風險.7an individuals willingne

7、ss to take a risk can be determined byA. decision tree modelingB. monte carlo methodC. sensitivity analysisD. utility function個人承擔風險的意愿是取決于:A決策樹模型B蒙特卡羅方法C敏感分析D效用函數(shù)8 The concept of standard deviation is important in risk analysis since standard deviationmeasure an estimates variability. Therefore, th

8、e ( ) the standard deviation of an estimate, the ( )its variability and risk.A. larger, greaterB. larger, lesserC. smaller, greaterD. smaller, normalcy在風險分析中標準差非常重要，因為它可以測量一個估算的可變性。因此，估算的標準差( )，其可變性和風險就( )。A越大、越大B越大、越小C越小、越大D越小、為常態(tài)9Assumptions are valid output of the scope initiation processes. Prio

9、r to project execution,each assumption must be resolved identified as aA. ConstraintB. Risk.C. Deliverable.D. Problem假設(shè)是范圍啟動過程的有效輸出。執(zhí)行項目前，每個假設(shè)必須被確為:A約束條件B風險C可交付成果D問題10In a proactive approach to project risk management, the amount of a contingency reserveshould be based onA. Percentages based on past

10、 experienceB. The sum total of the most likely probability and impact of the various risk eventsC. A set amount allocated to each item proportionatelyD. An allowance of 10 % for each phase in the project life cycle在前瞻性的項目風險管理方法中，應(yīng)急儲備金額應(yīng)該根據(jù)A過去項目中的比例B最可能概率和各種風險事件影響的乘積C按比例分配到每一項的固定金額D項目生命周期每一個階段儲備10%的金

11、額11Based on historical data, the amount of overtime associated with the design effort of aproject is estimated at 100 hours with 0.40 probability, 200 hours with 0.40 probability, and300 hours with 0.20 probability. What is the expected value of the amount of overtime?A. 100 hoursB. 160 hoursC. 180

12、hoursD. 260 hours基于歷史數(shù)據(jù)，項目可能需要加班100 小時的概率為0.40，200 小時的概率為040，300 小時的概率為0.20。那么加班所需時間的風險期望值是多少？A100 小時B160 小時C180 小時D260 小時12. Additional risk response development is needed when theA. WBS is changedB. Cost baseline is changedC. Risk event was unexpected or the effect is greater than anticipatedD. Pr

13、oject plan is updated在下列哪種情況下，需要開發(fā)附加的風險應(yīng)對措施？A. 工作分解結(jié)構(gòu)（WBS）發(fā)生變更B. 成本基線發(fā)生變更C. 風險事件未被預計到或其影響此預計的要大D. 項目計劃被更新13If a risk event has a 90% chance of occurring, and the impact will be US $10,000, whatdoes US $9,000 represent?A. Risk valueB. Present valueC. Expected valueD. Contingency budget如果某風險事件有90% 的概率

14、發(fā)生，對項目造成的影響為10,000 美元。9,000 美元表示了什么含義？A 風險值B 發(fā)生值C 預期值D 應(yīng)急預算14Projects are particularly susceptible to risk becauseA. Murphys law states that if something can go wrong, it willB. Each project is unique in some measureC. Project management tools are generally unavailable at the project team levelD. Th

15、ere are never enough resources to do the job由于以下哪個原因， 項目特別容易受到風險的影響:A. 墨菲定律表明: 如果可能會生問題， 問題將會出現(xiàn)B. 每個項目在某些方面是獨特的C. 項目管理工具對于項目小組是不可得的D. 完成工作的資源永遠是不足的15What does the standard deviation have to do with risk?A. NothingB. Standard deviation tells you if the estimate is accurateC. Standard deviation tells

16、you how unsure the estimate isD. Standard deviation tell you if the estimate includes a pad標準差與風險有什么關(guān)系?A沒有關(guān)系B標準差告訴你估計是否準確C標準差告訴你估計的不確定程度D標準差告訴你估計是否有一些水分16.During execution a major problem occurs that you did not include in your riskmanagement plan, you shouldA.Create a workaround.B.Have a brainstorm

17、ing meetingC.Report to the top managementD.Fund the cost from management reserve在執(zhí)行項目期間，發(fā)生一個在風險管理計劃中沒有涵蓋的重大問題時你將:A建立一個權(quán)變措施B召開會議采用頭腦風暴法C向高層管理匯報D從管理儲備中抽出資金作為處理成本17. You are in the middle of project execution and find that you are running out of money dueto unanticipated changes. What is the BEST thing

18、 to do?A。crash or fast track the project.BRe-evaluate the risk analysis and contingency funding.C。Ask for a change to the project budget.D. Use resources that do not charge against the project.你在項目實施階段的中期發(fā)現(xiàn)，由于未預料的變更，你的錢要花光了。最佳的措施是什么？A. 對項目進行趕工或快速跟進。B. 重新評詁風險分析和應(yīng)急準備金。C. 要求對項目預算做變理。D. 使用不對項目收費的資源。18.

19、You are performing an audit of one of your project managers projects and notice that shedid not consider the network diagram as part of the risk identification process. Which one ofthe following is the BEST explanation for this situation.A. Explain that the project manager probably forgot some tasks

20、 in her risk evaluation.B. Explain that the project manager probably forgot task precedence in her risk evaluation.C. Explain that the project manager probably forgot some path convergence issues in her riskevaluation.D. Explain that the project manager probably forgot some stakeholders in her risk

21、evaluation.你正在對一名項目經(jīng)理負責的項目進行審計,發(fā)現(xiàn)項目經(jīng)理在風險識別過程中沒有考慮網(wǎng)絡(luò)圖.對于該種情況,它能夠說明什么?A. 能夠說明項目經(jīng)理在風險評估過程中可能忘記了一些任務(wù).B. 能夠說明項目經(jīng)理在風險評估過程中可能忘記了一些任務(wù)的依賴關(guān)系.C. 說明項目經(jīng)理在風險評估過程中可能忘記了一些路徑趨同問題.D. 說明項目經(jīng)理在風險評估過程中可能忘記了一些干系人.19. Your team has identified a possible positive outcome from your project. Managementassigns the most senior

22、staff to make sure that component is developed as quickly as possible.This is an example of:A. Opportunity mitigation.B. Opportunity acceptance.C. Opportunity sharing.D. Opportunity exploitation.你的團隊為項目識別出一個可能發(fā)生的積極結(jié)果。因此，管理團隊分配了最有經(jīng)驗的高級工程師以確保該組件被盡可能快的開發(fā)結(jié)束。這是什么的例子？A. 機會轉(zhuǎn)移B. 機會接收C. 機會分享D. 機會開拓20Continge

23、ncy planning involves:A. Defining the steps to be taken if an identified risk event should occurB. Establishing a management reserve to cover unplanned expendituresC. Preparing a stand-alone document that is separate from the overall project planD. Determining needed adjustments to make during the i

24、mplementation phase of a project應(yīng)急計劃編制包括:A定義一旦已識別風險發(fā)生后要采取的步驟。B建立一個管理儲備用于未計劃的花銷。C準備一個獨立文件，和整體項目計劃分隔開。D確定在項目執(zhí)行階段需要進行的調(diào)整。21. Risk response owners can potentially have conflict with risk auditors because risk auditors:A. Report to the project manager.B. Investigate the effectiveness of the risk owner.C.

25、 Measure the effectiveness of the risk thresholds.D. Report to the stakeholders.風險應(yīng)對負責人和風險審計人之間存在潛在沖突,因為風險審計人:A. 向項目經(jīng)理匯報.B. 調(diào)查風險應(yīng)對負責人的效力.C. 衡量風險承受度的效力.D. 向干系人匯報.22.Your project for the U.S. Department of Energy is using earned value analysis as aperformance reporting technique. Your project is 20% c

26、omplete. Results from a recent earnedvalue analysis indicate that the CPI is .67 and the SPI is .87. In this situation, you shouldA. Perform additional resource planning, add resources, and use overtime as needed toaccomplish the same amount of budgeted workB. Rebaseline the schedule, then use Monte

27、 Carlo analysisC. Conduct a risk response audit to help control riskD. Update the risk identification and qualitative and quantitative risk analyses你們?yōu)槊绹茉床孔龅捻椖渴且話曛捣治鰹闃I(yè)績報告技術(shù)的。你們的項目已經(jīng)完成了20。最近的掙值分析結(jié)果顯示CPI 為.67，SPI 為.87。在這種情況下，你應(yīng)該A. 實施額外的資源計劃，增加資源并用比預計更多的時間來完成預算的工作量B. 重新設(shè)置進度基線，再進行蒙特卡羅分析C. 實施一項風險回應(yīng)審計來幫助

28、控制風險D. 更新風險確認并實施定性和定量的風險分析23After identifying a risk to your project, you determine that there is a high probability of arisk occurring with a low consequence. What mitigation strategy do you adopt?A. Eliminate the consequence of the riskB. Avoid the riskC. Add the risk to the list of non-critical r

29、isksD. Insure against the risk在識別你的項目的風險之后，你發(fā)現(xiàn)有個風險發(fā)生概率很高但結(jié)果對項目影響較小, 針對此風險，你會采取何種風險應(yīng)對策略？A 消除風險的影響B(tài) 避免此風險C 添加此風險到非關(guān)鍵風險列表中D 給此風險購買保險24.Which of the following is the MOST likely cause of poor risk management?A. Inadequate risk response planningB. Poor risk monitoring and controlC. Lack of a prioritized

30、list of risksD. Lack of detail in the scope statement下面哪項最可能是引起不好的風險管理的原因？A 不充分的風險應(yīng)對規(guī)劃B 較少的風險監(jiān)視和控制C 缺乏按照優(yōu)先排序的風險列表D 項目范圍說明書缺乏細節(jié)25During the risk analysis process, it is determined that one identified risk event cannotbe avoided, mitigated, or insured. This risk event is a critical item that could cau

31、se theproject to fail if it occurs. The best option for the project manager is to:A. play down the risk and the team will find a means of overcoming any failure.B. place special emphasis on the risk event to intensely manage that item and all interfacingitems.C. have the risk assessment team continu

32、e to analyze the risk event until it reduces theexpected negative value.D. ignores the risk assessment because any assigned value is a point estimate which is neverprecisely the expected state of nature.通過風險分析過程決定已經(jīng)識別的一個風險事件無法避免、也不能減輕或保險。這是個關(guān)鍵的風險事件，一旦發(fā)生可能造成項目失敗。項目經(jīng)理最佳的選擇是:A. 貶低風險的重要性，讓項目團隊找到一個克服任何失敗

33、的方法B. 非常關(guān)注，加強管理該風險事件和所有的其他相關(guān)事件C. 讓項目評估小組繼續(xù)分析該風險事件，直到降低預期負值.D. 忽略風險評估，因為不管賦予什么值，都只是一個估計，絕對不會完全等同于預期的狀態(tài)26 A project has the following risks: 20% probability of a 14 day delay in the receipt ofcustomerrequirements; 10% probability of a 21 day delay in the procurement process; 50%probability the integra

34、tion will take 14 days longer. What is the expected value of these events?A. 11.9 daysB. 35.8 daysC. 49 daysD. Seven days一個項目具有如下風險：20%的概率可能會在客戶需求確認中延遲14 天；10%的概率在采購過程中延遲21 天；50%的概率在綜合中會延遲14 天。這些風險事件的期望值是多少？A 119 天B 358 天C 49 天D 7 天27. A project manager is quantifying risk for her project. Several o

35、f her experts are offsite, butwish to be included in the risk assessment portion of the project, How can this be done?A. Use Monte Carlo simulation using the internet as a tool.B. Apply the critical path method.C. Use inform survey with known experts.D. Apply the Delphi technique.一名項目經(jīng)理正在為自己負責的項目進行風

36、險量化.幾位參與項目的專家都不在現(xiàn)場,但是希望參與項目風險評估工作.如何實現(xiàn)這一點?A.依托因特網(wǎng),使用Monte Carle 模擬方法B.使用關(guān)鍵路徑方法C.對已知的專家進行非正式的調(diào)查.D.使用Delphi 技術(shù).28The design engineers inform you that a cheaper component is available, but you are notsure whether it will impact the performance. You must first:A. Refuse the changeB. Evaluate the cost of

37、 the component relative to the contracts fixed priceC. Consider the risk associated with using the new part,D. Negotiate a lower price for that new component from your existing vendor.設(shè)計工程師通知你，找到了更便宜的零部件，但是你不能確認該零部件會否影響產(chǎn)品的性能，你必須首先:A拒絕更換B根據(jù)承包商的固定價來評估零部件的成本C考慮使用新部件會帶來的風險D與現(xiàn)有的廠商就這個新部件協(xié)商一個更低的價格29You are

38、 managing a project that involves working in various locations. Past projects havefailed at one of the field locations. Your INITIAL action should be to :A Increase management reserves for potential problemsB Identify potential risks and their probabilityC Increase resources at the field locationD A

39、djust the scope and close the field office您正在管理一個涉及在多個地點開工的項目。以往的項目在某個現(xiàn)場已經(jīng)失敗。您最初的行動是：A 增加應(yīng)付潛在問題的管理準備金B(yǎng) 查明潛在風險及其概率C 增加現(xiàn)場的資源D 調(diào)整范圍和關(guān)閉現(xiàn)場辦事處30The project manager may realize that some terms of the contract and project objectiveswill not be met. It would be costly and time consuming to meet some specific

40、ations. Theprojecthas a high degree of exposure to risk at this point. Negotiation with the customer to reducethe risk exposure is a means that:A. could eliminate all risk to the project and customer at no cost to either party.B. could redefine the risk exposure to one of opportunities for both the

41、project and customer.C. could result in reduced scope for the project and an improved product for the customer.D. may cost less to pay penalties and meet a modified specification to meet minimumcustomer requirements.項目經(jīng)理可能意識到不能滿足某些合同條款和項目目標，要達到某些規(guī)范既費成本又花時間，這時項目出現(xiàn)風險的可能性較高。同客戶協(xié)商以降低風險可能性這種手段:A可以消除所有項目和

42、客戶風險而不需要任何成本B可以重新定義風險對項目和客戶發(fā)生的可能性C可以使項目范圍減小并改進交付給客戶的產(chǎn)品D可能減少支付罰金的成本并且使修訂過的規(guī)范達到客戶的最低要求31Assuming that the ends of a range of estimates are 3 sigma from the mean, which ofthe following range estimates involves the least risk?A. 30 days, plus or minus 5 daysB. 22 - 30 daysC. Optimistic = 26 days, most l

43、ikely = 30 days, pessimistic= 33 daysD. A and B are equivalent and are both less risky than C假設(shè)估計幅度的兩端是平均數(shù)的3 西格瑪，以下哪項幅度估計的風險最低?A30 天，加減5 天B22-30 天C最樂觀=26 天，最可能=30 天，最悲觀=33 天DA 和B 一樣，風險都低于C32A project manager has just finished the risk response plan for his project. Which of thefollowing should he do

44、 next?A. Determine the overall risk rating of the project.B. Begin to analyze the risks that were found in the product documents.C. Add tasks to the WBS.D. Hold a project risk review.某項目經(jīng)理剛剛完成了項目的風險應(yīng)對計劃，他下一步該做什么?A確定項目整體風險的比率B開始分析那些在產(chǎn)品文檔中發(fā)現(xiàn)的風險C在工作分解結(jié)構(gòu)上增加任務(wù)D進行項目風險審核33. You are using information-gather

45、ing techniques to identify project risks. Its veryimportant that you keep biases to a minimum. Which technique should you use?A. InterviewingB. DelphiC. Peer reviewD. Nominal group你在使用信息收集技術(shù)來識別風險，很重要的一點是要把偏見降低到最低水平，你應(yīng)該使用什么技術(shù)？A. 訪談法B. 德爾菲法C. 同事評審D. 名義小組34. You are working on a research and developmen

46、t project in the agriculture industry. Yourrisk management team has identified several risks and has determined that the mostsignificant risk to the project is a financial risk. The most effective response for this type ofrisk is:A. AvoidanceB. AcceptanceC. MitigationD. Transference你參加一個農(nóng)業(yè)的研發(fā)項目，風險管理

47、團隊識別了幾個風險并認為項目最主要的風險是財務(wù)風險，此類風險最有效的應(yīng)對方式是：A. 規(guī)避B. 接受C. 減輕D. 轉(zhuǎn)移35. Your project team has identified several risks related to your project. You decide to takeactions to reduce the impact of a particular risk event by reducing the probability of itsoccurrence. What risk response strategy are you using?A.

48、 risk avoidanceB. risk acceptanceC. risk mitigationD. contingency plan你的項目團隊識別了與項目相關(guān)的幾個風險，你決定采取措施降低某一個風險事件發(fā)生的概率以期降低風險的后果，這種風險應(yīng)對策略稱為：A. 風_險規(guī)避B. 風險接受C. 風險減輕D. 應(yīng)急規(guī)劃36. _sometimes called risk symptoms or warning signs, are indications that some riskhas occurred or is about to occur.A. Assumption analyse

49、sB. Delphi techniquesC. RisksD. Triggers_有時被稱為風險癥狀或者警示信號，表明一個風險已經(jīng)或者將要發(fā)生。A. 假設(shè)分析B. 德爾菲技術(shù)C. 風險D. 觸發(fā)因素37. When managing a new project development project, a technical issue hinders the progress,you decide to invite experts and use Delphi Technique. You should:A. Make sure the experts consulted are reco

50、gnized for their inputB. Compare information and work toward a single opinionC. Consult all the stakeholdersD. Arrange the meeting in an conference room to obtain consensus你管理一個新產(chǎn)品開發(fā)項目，一個技術(shù)問題影響了項目進度。你決定邀請專家采用德爾菲技術(shù)進行討論。你應(yīng)該：A. 保證各咨詢專家的依據(jù)能夠明確識別出來B. 比較信息，朝著一個觀點努力C. 咨詢所有的項目利害關(guān)系者D. 將會議安排在一個會議室，達成共識38The f

51、irst requirement for effective risk management isA. Clear visibility of the information needed for decision makingB. Ownership of the risks that are identifiedC. Appointment of the project manager early in the process to manage the identified risksD. Project team members who are trained in risk and

52、understand its causes to help constructand implement risk mitigation strategies有效風險管理的首要要求是:A決策所需信息的透明度高B風險所有關(guān)系明確C在管理已識別風險的過程中盡早地委任項目經(jīng)理D受過風險培訓并能理解風險起因的項目團隊成員幫助創(chuàng)建和實施風險降低策略39. Sensitivity analysis:A. Examines the extent to which the uncertainty of project objectives affects each projectelement simulta

53、neously.B. Examines the extent to which the uncertainty of each project element affects the objectivebeing examined when all other uncertain elements are held at their baseline values.C. Is a method for assessing stakeholders tolerance to risk.D. Cannot be used to determine which risks have the most

54、 potential impact on the project.敏感性分析A. 檢查項目目標的不確定影響項目要素的程度B. 檢查當其他要素保持在基線值的時候某一要素對目標的影響程度C. 是評價干系人忍受風險的方法D. 不能夠被用來決定哪一個風險對項目有最大的潛在影響40Decreasing the probability of a risk is an example of risk:A. analysis.B. quantification.C. mitigation.D. transference.降低風險發(fā)生概率是風險_的例子？A分析B量化C緩解D轉(zhuǎn)移41A workaround is

55、-A. An unplanned response to a negative risk eventB. A plan of action to follow when something unexpected occursC. A specific response to certain types of risk as described in the risk management planD. A proactive, planned method of responding to risks權(quán)變措施是指A. 對負面風險事件的一個應(yīng)急反應(yīng)B. 當沒有預料到的事情發(fā)生時遵循的一個行動計劃

56、C. 對風險管理計劃中描述的風險的具體回應(yīng)D. 一個前瞻性的、有計劃的風險應(yīng)對措施42Risk management includes the process concerned with ( ), ( ), and ( ) uncertainties duringthe projects life cycle.A. quantifying, controlling, and monitoringB. analyzing, monitoring, and response initialization ofC. costing, planning, and constrainingD. identifying, analyze, responding to風險管理包括在項目生命周期對不確定性進行( )、( )